Change Management Frameworks for Organisational Success

Change is inevitable. Yet, in organisations, it often feels like herding cats—unpredictable, chaotic, and prone to resistance. Whether it's a new leadership structure, technology implementation, or strategic shift, navigating change effectively requires a structured approach. Enter change management frameworks—methodologies designed to guide organisations through the complexities of transformation.

But with a dizzying array of change management models available, how do business leaders select the right one? How do they ensure alignment with organisational culture, gain stakeholder buy-in, and sustain long-term success? This guide explores leading models of change, their applicability, and how to implement them effectively.

What is Change Management?

Change management refers to the structured approach an organisation takes to transition from a current state to a desired future state. It encompasses strategies, tools, and methodologies designed to reduce resistance, improve adoption, and ensure change is sustainable.

Change is more than just swapping one process for another. It’s about people. Without clear guidance, even the best strategic shifts can derail due to resistance, confusion, or lack of leadership support. That’s where change management methodologies play a crucial role. Studies from McKinsey & Company (2015) suggest that companies using structured change frameworks are 3.5 times more likely to outperform competitors in transformation efforts. 

Types of Change Management Models

1. Kurt Lewin’s Change Management Model

One of the simplest yet most effective change management models, Lewin’s approach breaks change into three stages:

1. Unfreeze: Creating awareness of the need for change and preparing stakeholders for disruption.
2. Change: Implementing the change, ensuring employees understand and adapt to new processes.
3. Refreeze: Reinforcing the change to prevent regression into old habits.

Best suited for: Organisations undergoing structural changes or policy shifts.

2. ADKAR Model

Developed by Prosci, the ADKAR model focuses on individual change through five key phases:

1. Awareness: Recognising the need for change.
2. Desire: Encouraging employees to support the change.
3. Knowledge: Providing necessary training and information.
4. Ability: Ensuring employees can implement new processes.
5. Reinforcement: Sustaining the change through continued support.

Research by Hiatt (2006) found that organisations using the ADKAR model saw a 56% improvement in change adoption rates.

Best suited for: Organisations prioritising individual adoption and employee engagement.

3. Kotter’s 8-Step Change Model

John Kotter’s model provides a step-by-step roadmap for organisational change management:

1. Create urgency
2. Form a powerful coalition
3. Develop a strategic vision
4. Communicate the vision
5. Remove obstacles
6. Generate short-term wins
7. Sustain acceleration
8. Embed change in organisational culture

A study by Kotter International (2012) found that organisations following these steps were 70% more likely to achieve successful transformation.

Best suited for: Large-scale transformations requiring a comprehensive approach.

4. McKinsey 7-S Model

Rather than focusing solely on process, McKinsey’s model considers seven interconnected elements:

1. Strategy
2. Structure
3. Systems
4. Shared Values
5. Skills
6. Style
7. Staff

A McKinsey report (2015) highlights that organisations with a strong alignment across these elements see a 20% increase in performance metrics.

Best suited for: Organisations needing a holistic approach to align strategy, people, and culture.

5. Bridges’ Transition Model

William Bridges’ model differentiates between change (external) and transition (internal adaptation). It identifies three phases:

1. Ending: Acknowledging what is being left behind.
2. Neutral Zone: The uncertain, in-between phase.
3. New Beginning: Embracing the new reality.

Bridges (2004) emphasises that understanding psychological transitions can increase change success rates by 40%.

Best suited for: Organisations experiencing significant cultural or leadership shifts.

6. Crucial Influence Training

Crucial Influence Training, developed by Crucial Learning, is a research-backed methodology that focuses on changing human behaviour to drive organisational change. This model highlights the six sources of influence—personal, social, and structural—that leaders can leverage to create sustainable change.

Research from Crucial Learning demonstrates that using multiple sources of influence increases the likelihood of successful change implementation by up to ten times. By addressing motivation and ability at both the personal and organisational levels, this approach ensures long-term success.

Best suited for: Organisations looking to drive behaviour change as part of their change management strategy.

Choosing the Right Change Management Framework for Your Organisation

Selecting a change management framework isn’t about picking the trendiest model—it’s about choosing what aligns best with your organisation’s needs, culture, and goals.

Assess Organisational Needs and Goals

• Are you implementing a small process improvement or a company-wide transformation?
• Do you need a structured step-by-step approach or a flexible methodology?

Consider Organisational Culture

• Does your organisation resist change, or is it open to innovation?
• Do you need a model that emphasises leadership engagement or employee-driven change?

Review Framework Compatibility

• Can your organisation’s leadership support the chosen model?
• Does the model align with existing processes and tools?

By carefully evaluating these factors, leaders can ensure they adopt a framework that fits rather than forcing one that doesn’t.

Challenges in Implementing Change Management

Even with the best change management tools, obstacles can derail progress. Understanding these challenges can help leaders proactively mitigate risks.

1. Resistance to Change

People naturally resist change, especially when they feel uncertain about its impact on their roles. Studies by Harvard Business Review (2018) indicate that 70% of change initiatives fail due to employee resistance and lack of engagement. Overcoming resistance requires clear communication, strong leadership, and involvement at all levels.

2. Lack of Effective Communication

Change initiatives often fail due to poor communication. Employees must understand why change is happening, how it affects them, and what’s expected.

3. Inadequate Leadership Support

Leadership buy-in is critical. If executives and managers don’t champion change, employees won’t either. Research by McKinsey (2020) found that successful change efforts had twice as much executive involvement as failed initiatives. Leaders must be visible, engaged, and proactive.

4. Insufficient Training and Resources

Implementing new processes without adequate training is a recipe for failure. Providing employees with the right knowledge and resources ensures smoother transitions.

Building a Resilient Organisation Through Effective Change Management

The best change management methodologies don’t just help organisations navigate change—they make them more resilient. By selecting the right change management model, aligning it with organisational culture, and proactively addressing challenges, business leaders can drive lasting transformation.

Want to master the art of organisational change management? Our courses equip leaders with the skills to navigate change with confidence. Learn more about our Crucial Influence training course and take the next step towards successful transformation.

‍

To learn more about how your organisation can benefit from Crucial Influence training, click here.  

If you want to learn more about Crucial Learning skills, subscribe to our newsletter.